The main objective of this research was to examine how transformational leaders boost their followers’ innovative work behavior through trust in a leader, empowerment, and work engagement. Data were collected from 281 multinational organization employees in China. The Statistical Package for the Social Sciences (SPSS) macro process was utilized to test the proposed hypothesis. The findings revealed that transformational leadership and work engagement were significantly related to innovative work behavior. The findings also demonstrated the significant impact of transformational leadership on trust in a leader, and its subsequent positive impact on the work engagement of the employees. Furthermore, the results supported a significant serial mediation between transformational leadership, trust, work engagement, and employees’ innovative behavior. The results also showed a significant moderating effect of empowerment on transformational leadership and innovative work behavior. For boosting employees’ innovative work behavior, leaders in the organization should strive to engage them effectively in their work by gaining their trust, which could help them participate in creative activities. This is the key study to investigate the different perspectives of how transformational leadership can stimulate followers’ innovative behavior through trust in the leader and work engagement within the Chinese organizational context.

Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes

In this article, we explored the relationship between inclusive leadership and innovative work behavior with the mediating role of psychological empowerment. We collected data from employees in the information technology and cargo sectors within the United Kingdom and Canada. The results revealed that inclusive leadership was positively related to innovative work behavior both directly and indirectly through psychological empowerment. Cognitive evaluation theory was used to support the findings. Implications of the study were discussed.

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Inclusive leadership and innovative work behavior: The role of psychological empowerment

Purpose The purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance. Design/methodology/approach A sample of 389 team members from 84 project teams in large-scale construction projects was surveyed. Findings Findings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance. Practical implications The ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams. Originality/value This research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

Numerous authors are persistent in investigating the competency profile of the ideal construction project manager in order to decrease the failure rate of construction projects. There is evidence for the change in construction project management, from traditional practices to practices more focused on people and working relationships. The literature demonstrates a positive correlation between project manager’s Emotional intelligence and project success but less is written about the mechanisms that interfere with that relationship. Furthermore, project manager’s relationships with stakeholders are recognized as an important determinant of project success in the construction industry. Considering the above facts, this study was motivated to examine how the construction project manager’s emotional intelligence influences project success, and whether the relations with internal and external stakeholders interfere as mediators in that relationship. In the conducted research, 110 project managers participated. The results demonstrate that the emotional intelligence of construction project managers significantly influences the project success and that internal and external stakeholder relationships play an important role as mediators among them. Moreover, it is found that some components of EI have more significant influence on stakeholder relationships and project success and that internal and external relationships in different amounts affect components of project success.

Impact of Construction Project Managers’ Emotional Intelligence on Project Success

The role of emotional intelligence in workplace transparency and open communication

Team emotional intelligence is expected to have a significant impact on intrateam conflict and team effectiveness. However, to date, there has been a dearth of empirical evidence of this link. Taking a comprehensive approach, our study contributes to the literature on intrateam conflict and team emotional intelligence. Data collected from 79 teams in South Korean companies reveal that team emotional intelligence is negatively related to team process (i.e., task conflict and relationship conflict) and positively related to team effectiveness (i.e., team performance, innovation, and cohesion). In addition, team emotional intelligence has a moderating effect on decoupling task conflict and relationship conflict. Our findings also indicate that team emotional intelligence decreases the negative effects of task conflict on team effectiveness, and of relationship conflict on team cohesion. We conclude this study with a discussion of limitations and implications for future research.

https://www.cambridge.org/core/services/aop-cambridge-core/content/view/S1833367217000438

Changyu Lee

Papers

The effect of team emotional intelligence on team process and effectiveness